Strategy and Competitive Intelligence by Bonnie Hohhof
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Developments in CI Provision: How Should Information Professionals Adapt?

Developments in CI Provision: How Should Information Professionals Adapt? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Andrew Grave reviews the recent FreePint articles on the theme of competitive intelligence. He notes the move towards business intelligence tools, the failure of InfoArmy, suggests how information professionals should respond and identifies a common trap they should avoid.

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Why Startup Accelerators Are Feeling Pressure to Evolve

Why Startup Accelerators Are Feeling Pressure to Evolve | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

“New models are emerging on how to create ventures and scale them,” says Martin Ihrig, an adjunct professor of entrepreneurship at Wharton and practice professor at Penn’s Graduate School of Education. The global explosion of interest in entrepreneurship has spurred the growth of tailor-made accelerator programs to service a startup culture no longer tethered just to Silicon Valley. The evolution of accelerators — business immersion boot camps that usually take a percentage of equity to help launch companies — can be found in scores of new programs offering budding entrepreneurs all sorts of incentives to join.

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Strategy That Works: A practical roadmap to success

Strategy That Works: A practical roadmap to success | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Strategy That Works" co-author, Paul Leinwand, brings to life some key concepts from the book. Building on more than a decade of research, he explains how companies like Haier, CEMEX, and Adidas have succeeded over time. “Success comes from making a promise about the value you’re going to create, and then focusing everything you have on delivering that promise. It’s about what you do, not what you sell.”
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Assess Whether You Have a Data Quality Problem

Assess Whether You Have a Data Quality Problem | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Decision makers, leaders, data scientists, and managers often must make quick assessments about whether they can trust a set of data, whether they can include it in an analysis, or whether they need it to take a new direction. While there are thousands of variants, their basic question is, “Do I have a data quality problem?"

A simple exercise to see the errors and calculate the costs.

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Why Popular Strategies Always Fade

Why Popular Strategies Always Fade | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Great strategies answer five critical questions (“the strategic five”) in ways that are unique to your company: (1) What business or businesses should your company be in? (2) How should you add value to your businesses? (3) Who should be the target customers for your businesses? (4) What should be your value propositions to those target customers? (5) What capabilities should differentiate your ability to add value to your businesses and deliver their value propositions?
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Not All Digital Threats Are Disruptions

Not All Digital Threats Are Disruptions | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Kandybin’s approach offers more nuanced strategic responses to digital competitive threats. “Two of them, matching the threat and absorbing the threat, can be effective when incumbents are facing new entrants coming from any direction (from the top, side, or bottom),” writes the consultant. “A third, leapfrogging the threat, is most effective in dealing with dislocation from the top and from the side. And finally, the strategy of ignoring the innovation is most commonly associated with disruption from the bottom.

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EY - Vital Signs - The new EU Medical Device Regulation

EY - Vital Signs - The new EU Medical Device Regulation | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Sweeping reform of the rules that govern the medical device industry in Europe represents one of the most disruptive changes to affect the global medical technology sector in recent times. When the European Medical Device Regulation (EU MDR) replaces the current set of directives, companies will have three years to comply with a broad swathe of new rules for almost every kind of product in the medical device spectrum.
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UN Global Compact: Valuing Sustainability – Accenture

UN Global Compact: Valuing Sustainability – Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
 
Fully 88 percent of CEOs say greater integration of sustainability issues in financial markets is essential to progress on sustainability. Yet companies have not sufficiently educated investors about the role of sustainability in their ecosystem: Including competitive threats, long-term opportunities, and future industry landscapes.
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6 Surprising Benefits of Threat Intelligence From the Web

All sorts of threat intelligence is available on the web. Intelligence you can learn from, and use to anticipate and prepare for future attacks. Sourcing threat intelligence from the web is hardly a new thing. After all, companies in the threat intelligence space have been sharing valuable information for several years now, But that’s not the only thing on offer. If you know where to look, or have a platform setup to do it automatically, all sorts of open source information is available on the web. Information you can learn from and use to anticipate and prepare for future attacks.

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Understanding Your Competitive Market Landscape

Understanding Your Competitive Market Landscape | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Taking the pulse of your brand is of the utmost importance to determine how it compares in a competitive market.\n. These are questions you should be asking yourself.

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Corporate Strategy Decision Making, Demystified

Corporate Strategy Decision Making, Demystified | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In the world of management, it is tempting but incorrect to define good decisions after the fact, based on the favourability of their apparent outcomes. In an uncertain world, we should never underestimate the ability of luck—either good or bad—to come between a strategic plan and its rightful realisation. Good decisions, then, could be thought of as those that (1) are the best given current limitations on information (and may involve recognition of those limitations), and (2) can be persuasively justified to others within the organisatio
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Forecasting the Success of Innovations

Forecasting the Success of Innovations | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

This is an issue that surfaces again and again – firms need to estimate the potential success of ideas, both creative ones and more conventional ones. Innovative solutions are increasingly granting a competitive edge, but managers cannot decide to invest in every novel idea an organisation generates. At the same time, organisations can’t afford to miss out on potentially transformational ideas. How can organisations make better decisions about which ideas to pursue? In a forthcoming paper in Administrative Science Quarterly, Justin Berg, of the Stanford Graduate School of Business, examines this question in the context of who in the organisation might be best placed to decide what is most likely to be a creative success: creators, managers or customers?

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How Competitive is Your Law Firm?

How Competitive is Your Law Firm? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Conducting a law firm competitive analysis now and into the future requires a structured process and an objective evaluation of several components.The competitive analysis is an advanced process including both internal and external components.  It assesses the firm's situation and compares the firm to it competitors. For the next several weeks we will discuss each of the elements of a competitive analysis in more detail.

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What China’s Shift to a Service Economy Means for Its Managers

What China’s Shift to a Service Economy Means for Its Managers | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There is no doubt that China has been one of the main engines of global growth in the last three decades. Essential to this economic success story has been China’s role as “the factory of the world.” Their reliance on export-dependent manufacturing is, however, coming to an end. As China moves away from a manufacturing-driven economy to a more consumption and service-driven model, Chinese companies will have to find new ways of managing and motivating their employees. A manufacturing-driven economy has different requirements than a service-driven one and thus brings forward the question whether the incentive systems used to motivate employees in the former model will still work in the latter model.

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Unilever’s Big Strategic Bet on the Dollar Shave Club

Unilever’s Big Strategic Bet on the Dollar Shave Club | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

So why did a traditional consumer products company do a deal that feels more like it belongs in the tech sector than the consumer product industry? There are three possible rationalizations.

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Data-driven: Big decisions in the intelligence age

What does a truly data-driven business look like as a new age of artificial intelligence dawns—and how do organisations find the right balance among all the moving parts behind big decisions? Emerging technologies such as machine learning, natural language processing, and conversational agents can create giant leaps of efficiency, meaning, and insight hidden within businesses and the world at large – an enormous opportunity for leaders to make more informed and effective decisions.  In our latest survey we’ve captured a ground-level view across 2,100 C-suite leaders, business unit heads, and SVPs as they grapple with the biggest choices facing their companies.

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How to Use Competitive Social Monitoring on Twitter

How to Use Competitive Social Monitoring on Twitter | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The power of competitive social media analysis is not the awareness of every tweet or post. Rather, the true power comes from the trends you find by aggregating data to extract patterns.

Many, if not most, companies broadcast every initiative they’re executing. From whitepapers to webinars, from eBooks to events, if it is happening, it will show up on social media. By gathering competitive social data, you’re gaining insight into all your competitors’ digital marketing. Further, combine what companies say about themselves with what others are saying about them. Now, you’ll get a full view of their marketing activities that are actually making an impact.

      

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A Strategist’s Guide to Industry 4.0

A Strategist’s Guide to Industry 4.0 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

When you look closely at the rapid pace of digitization in industry today, the name doesn’t seem hyperbolic at all. It is a signal of sweeping change that is rapidly transforming many companies and may catch others by surprise. The term Industry 4.0 refers to the combination of several major innovations in digital technology, all coming to maturity right now, all poised to transform the energy and manufacturing sectors.

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How to Create an Exponential Mindset

How to Create an Exponential Mindset | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
To create exponential value, it’s imperative to first create an exponential mindset. The incremental mindset focuses on making something better, while the exponential mindset is makes something different. Incremental is satisfied with 10%. Exponential is out for 10X.
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EY - Luxury and cosmetics factbook 2015

EY - Luxury and cosmetics factbook 2015 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Luxury and cosmetics financial factbook, 2015 edition
Seeking sustainable growth. The global market for luxury personal goods grew by 3% in 2014. But the rate of growth fell for the second year running. The industry has entered a mature phase after a decade of double-digit growth. The 2015 edition of our Luxury and cosmetics financial factbook explores these headline trends in more detail. And it highlights some of the challenges and opportunities they create for the sector.

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How stress impacts decision-making

How stress impacts decision-making | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Corporations do an admirable job of perpetuating the idea that they run on reason and that their executives are immune the emotional factors that impair the thinking of lesser mortals. But they're not. Despite the rational veneer that corporations try to attach to major decisions, the executives who make them are impacted by stress just like everyone else and are equally prone to making hasty ill-conceived decisions in the heat of the moment.

Moreover, the types of decisions that top executives must make are particularly vulnerable to the effects of stress because they frequently involve complex issues for which there are no easy answers. To effectively make these types of decisions, executives must use higher-level reasoning processes which depend on the brain's executive functions.

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Win/Loss Analysis – A Book Review

Win/Loss Analysis – A Book Review | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Ellen here deals not just with competitive intelligence (CI), a vital subject as readers of this blog know, but specifically with its application in a vital and impactful area – win/loss analysis. She is not talking about the postmortems that are held after a successful, or unsuccessful, pitch or even bid, with the sales forces. That, she properly distinguishes as win/loss interviews.

Win/loss analysis is a form of directed CI. In it, someone, inside or outside of your firm, interviews the customers you have won, as well as those you have lost. The differences are night and day.

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How to Use Competitive Analysis to Build a Content Strategy

How to Use Competitive Analysis to Build a Content Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

You can't let the competition dictate your strategy, but you do need to know how they're positioning themselves. Sid Bharath explains how to use this knowledge to inform your own strategy. In this post, we’ll talk about how to analyze your competitors to identify their strengths and weaknesses, so you can carve out a unique direction for your own content marketing

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Managing the Challenges of “Coopetition”

Managing the Challenges of “Coopetition” | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Sometimes the best way to stay competitive is not to compete. It may be less risky than you think. More and more companies – from start-ups to incumbents– are taking a less literal approach to pursuing competitive advantage. They’re discovering untapped value potential by engaging industry rivals with a hybrid strategy of cooperation and competition, or “coopetition”.
Obviously, coopetition alliances come with a unique set of tensions requiring careful management. Adopting two diametrically opposed attitudes– cooperation and competition – toward the same party is a tricky balance to sustain. If participants are too obliging, they risk being exploited; if they are too guarded, the intended synergies are jeopardised. That is why most scholars recommend that coopetition partners employ separation strategies, such as convening two different teams to handle the cooperative and competitive aspects of the relationship.

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Launching an Insights-Driven Transformation - Accenture

Launching an Insights-Driven Transformation - Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Insight-driven decisions based on robust analytics capabilities are the key to developing a competitive advantage. Leading organizations are moving beyond just using analytics and are transforming themselves into insight-powered enterprises.Accenture Analytics benchmarking study seeks to understand how companies are structuring their analytics organizations and incorporating analytics into decision-making processes.

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Daniel Kahneman’s Strategy for How Your Firm Can Think Smarter

Daniel Kahneman’s Strategy for How Your Firm Can Think Smarter | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Nobel economics laureate and psychologist Daniel Kahneman — considered the father of behavioral economics – retired from his teaching position at Princeton a few years ago to co-found a consulting firm in New York. In a talk at the recent Wharton People Analytics Conference, he said of his consulting experience that he had “expected to be awed” by the quality of the decision-making in organizations “that need to make profits to survive in a competitive world.” “I have not been awed,” he stated. Figuring out how to make the act of decision-making “commensurate with the complexity and importance of the stakes” is a huge problem, in Kahneman’s view, to which the business world does not devote much thought

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